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| Criterion |  Operations Accountability Ladder |  Facilitation Stakeholder Salience Model |  Facilitation Responsibility Poker |
|---|---|---|---|
Purposedifferent | With defensive reactions to problems, the method shifts the view from justification to ownership. It makes visible which reaction stage a person or team is currently stuck on. | When stakeholders appear to matter very differently, the Stakeholder Salience Model rates their actual priority through power, legitimacy, and urgency. It turns individual contributions into a visible selection. The result is captured as a Salience diagram and a class-based strategy. | When it stays unclear who carries responsibility and who only contributes, Responsibility Poker makes the distribution of responsibility explicit. It sharpens the boundaries between weighing in, deciding, and bearing consequences. |
Complexitydifferent | Low | Medium | Low |
Timedifferent | 20-45 min | 60-90 min | 45-90 min |
Participantsdifferent | 1-8 | 3-6 | 3-10 |
Formatdifferent | Workshop + async | Workshop | Workshop |
Outputdifferent | Ownership Reflection, Action Commitment, Coaching Notes | Salience Diagram, Strategy per Class | Responsibility Map, Role Agreements, Open Questions |
Tagsno overlap | ResponsibilityLeadershipTeam | StakeholdersFacilitationAlignmentGovernance | RolesResponsibilityTeamFacilitation |
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